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From among the following, who focused on the ?soft side of organisation? as a sequel to globalization comprising adhocracy, simple structure, the divisionalized
From among the following, who focused on the ?soft side of organisation? as a sequel to globalization comprising adhocracy, simple structure, the divisionalized form, the machine and professional bureaucracy ?
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In "Organizational design: fashion or fit," Henry Mintzberg (1981) explores the natural configurations of organizations that result from elements of structure and situation to discover that consistency, coherence, and fit are the keys to successful organizational design. Mintzberg asserts that problems in organizational design come from two mistaken assumptions: 1) that organizations are alike, and 2) that effective organizations have coherent component parts. Rather, organizational characteristics fall into natural configurations, which are simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Mismatched characteristics within these configurations will prevent an organization from achieving a natural harmony. To design effective organizations, managers must achieve a proper fit of organizational characteristics.